On March 26th, ORG's Beijing Huairou headquarters welcomed teams from across the company for the 4th annual Continuous Improvement Cup Finals. Senior leadership, including Chen Yufei (VP of ORG Technology and GM of Three-piece Can Division), Zhou Yunhai (VP of ORG Technology and GM of Deep Processing Products Division), and Yu Xianchao (Deputy GM of Two-piece Can and Filling Division), served as judges for the competition. Teams from various divisions presented data-driven case studies showcasing how ORG employees are making a difference "one small step at a time".
Leadership Perspectives: Building a Culture of Continuous Improvement
Vice Chairman Zhou Yuan kicked off the event by drawing parallels between his recent marathon experience and the journey of continuous improvement. "Just as marathons demand sustained endurance, continuous improvement requires each of us to show resilience and push our boundaries every single day."
In his keynote message, President Shen Tao outlined three pillars of ORG's improvement philosophy. First, he highlighted the Two-piece Can and Filling Division's system-wide integration, which has created a seamless framework connecting ideas to measurable outcomes. Second, he praised the Three-piece Can Division's multi-level engagement approach, where their three-tier system ensures everyone has a voice in the improvement process. Finally, he recognized the Key Account Division's strategic impact, noting how they've transformed improvement into a comprehensive initiative focused on enhancing quality, boosting efficiency, reducing costs, and streamlining operations. "This stage belongs to our frontline heroes," Shen emphasized, "the employees who spot opportunities and solve problems where the real work happens."
Four Years of Progress: Reflecting on the Journey
The progress review session revealed impressive results from four years of continuous improvement efforts. The company has achieved cumulative savings exceeding 100 million RMB, while the number of participating projects grew from 12 to 15. Since launching the initiative in 2021, ORG has transformed from taking its first steps in continuous improvement to establishing a mature, institutionalized approach. The philosophy of "continuous improvement and pursuit of excellence" has become part of the company's DNA.
Division Spotlights: Different Approaches, One Goal
The Two-piece Can and Filling Division has leveraged both technological and management innovation to create widespread impact. By integrating SPC systems and sharing best practices across facilities, they've achieved remarkable improvements in qualification rates while significantly reducing both material and energy consumption per unit.
The Three-piece Can Division has built its success on three interconnected pillars: organizational structure, goal-driven execution, and cultural development. Their four-year track record includes 41 major improvement projects and 468 team-level initiatives, with single-point lessons helping to spread knowledge throughout the organization.
The Key Account Division brings a long track record with 11 years of lean manufacturing experience under its belt. During this time, they've generated 1,866 improvement suggestions and completed 415 lean projects, converting frontline innovations into 13 patents and proprietary technologies.
The Competition: 15 Teams Showcase Innovation
Fifteen teams presented projects spanning energy conservation, cost reduction, and quality improvement. The standout winner was Shandong ORG's air compressor optimization project, which reimagined the traditional approach to compressed air supply. Their innovative dual-pressure strategy—maintaining lower pressure throughout the plant while providing higher pressure only where needed—reduced plant-wide air pressure from 7 kg to 5.5 kg. This seemingly simple change delivered impressive results: 9% reduction in energy consumption and annual savings of over 300,000 kWh, all while maintaining full production capacity across four lines. The solution has since been rolled out to other facilities, proving that one site's breakthrough can benefit the entire organization.
Recognizing Excellence Across the Organization
Following spirited competition, the judges announced the winners:
Gold Award: Shandong ORG "Air Compressor Supply Pressure Reduction and Energy Saving Project"
Silver Awards: R&D Center "Craft Beer Packaging Continuous Improvement," Wuhan ORG "Equipment Modification Best Practice Project," Hubei Capote "Mold Localization Project"
Bronze Awards: Beijing Factory "Easy-Open Cap Manufacturing Cost Reduction Project," Liaoning ORG "Corrosion Quality Reduction Project," Hubei ORG "Combination Machine Quality Improvement Project," Linyi ORG "Comprehensive Manufacturing Cost Reduction Project," Hubei ORG "Workshop Core Equipment Optimization Project"
Six additional teams received Excellence Awards, while Foshan ORG and Wuhan ORG were recognized for outstanding online presentations.
Building Tomorrow's Culture Today
In his closing remarks, Ren Jianguo, Director of Quality, Safety and Environmental Management, noted the remarkable progress from previous years. "We're seeing younger talent bringing fresh perspectives and higher-quality projects," he observed. "These competitions are developing a new generation of improvement specialists." Looking ahead, Ren emphasized the importance of advancing automation, digitization, and smart manufacturing while never losing sight of people development. "When improvement becomes habit and culture becomes our signature, that's when we truly excel," he concluded.
Over four years and four competitions, ORG has evolved from running isolated improvement projects to building a culture where innovation thrives at every level. What started as small, incremental changes has grown into a movement shaping the company's future. Each employee's contribution, no matter how modest, adds to the momentum driving ORG's transformation and growth.
